Talent branding and multi-generational employees
With four unique generational segments in the workforce and increasing competition for talent, companies must develop attractive internal brands to attract and retain employees – both Gen Y’s at a junior level and experienced Baby Boomers at a senior level.
Although Baby Boomers and Gen Y’s differ in terms of what work benefits they value most, through our research and consulting practise, we have found that their work enjoyment is ultimately tied to how well an employer engenders the following three feelings in their employees:
1. Employees trust who they work for (employee – management relationship)
2. Have pride in what they do (employee – job/company relationship/ CSR programs)
3. Enjoy the people they work with (employee – co-worker relationship)
Companies that are striving to be a top employer must find ways to engender this trust, pride, and enjoyable work culture in their workplace.
Although the internal brand gets shaped and lived in all day-to-day activities, companies must provide a platform from which it is lived (bring the internal brand to life). The employment experience platform created could include company wide communication guidelines, updated health benefits, and work-life balance initiatives. It is within employment areas such as these where companies can improve employees work life; however the value proposition differs between generational segments.
Bottom line, all employees value the three aspects listed above but companies must develop the platform and foster a culture that addresses unique generational needs – health and well-being for Baby Boomers, and Career Development for Gen Y’s.
I look forward to your comments on this perspective.
